HOFSTEDE’S SIX CROSS-ORGANISATIONAL DIMENSIONS
Use as a checklist when you are engaged in changing organisational culture.
Geert Hofstede suggests that there are six dimensions which can be used to describe the organisation’s culture. He poses these as a series of opposites and asks the user to plot where their organisation is on each of the six continuums.
HOFSTEDE’S SIX DIMENSIONS ARE:
Process vs Result: Process-oriented cultures are low risk and low effort. Results-oriented cultures welcome change and challenge and are high effort.
Person vs Job: A person-driven culture places employee welfare at the heart of the organisation. A job-driven culture emphasises completion of tasks over regard for the staff.
Parochial vs Professional: Staff working in a parochial culture display the same characteristics at work as they do at home. Those in a professional culture differentiate how they act at home and work.
Open systems vs Closed systems: Open cultures welcome newcomers and outsiders. New people joining closed cultures struggle to gain acceptance.
Loose vs Tight control: In a loose control culture, working practices are flexible and things such as dress codes and timekeeping are relaxed. Tight control cultures allow very little leeway on issues such as working place practices and behaviour.
Normative vs Pragmatic: In a normative culture there is strict adherence to rules, regulations and procedures. A pragmatic culture allows flexibility in following procedures if it means customer needs can be met.
HOW TO USE IT
- If you decide to move from a process-driven to a results-driven culture, don’t overwhelm people with too many challenges. If your change is in the opposite direction ensure that high performers don’t get bored by a lack of challenge.
- Sensitivity may be required if employees, who have been used to an employee-oriented culture, are asked to be more job-focused. But don’t mollycoddle those moving in the opposite direction as they may find such treatment uncomfortable.
- Some people with well-organised home lives may bring those disciplines to work. Their parochial way of doing things might be better than what you’ve got and forcing a professional approach on them may be counter-productive.
- Look out for the people used to working in a closed system culture. In extreme circumstances, they may think that they are the ‘chosen ones’. They will be suspicious of people moving into their domain and if they are moving into an open culture they may be overwhelmed and a bit suspicious of the welcoming nature of their new colleagues.
- People used to informality in dress code and general behaviour may find it difficult to accept a more formal environment. The same is true of those moving in the opposite direction. Give both groups time to adjust.
- People moving from a pragmatic to a normative culture and vice versa will need to come to terms with the differences in expectations regarding following rules and procedures. Make it absolutely clear what these are and what’s expected of staff.
QUESTIONS TO ASK
- Why do I want to change the organisation’s culture?
- What are the benefits of changing the culture?